Presenteeism at work: the hidden cost

What is presenteeism?

Presenteeism is the phenomenon in which employees are physically present at work, but do not function (fully) productively.

Think of the employee who comes to work with a cold or exhausted anyway, or who, due to stress, lack of sleep, informal caregiving or demotivation, achieves only a fraction of the normal level. They are there, but their contribution is limited. Where absenteeism (sickness absence) is visible in the figures, presenteeism remains hidden: there is no sick report, no registration, no alarm bell.

Why presenteeism is more expensive than sickness absence

It seems counter-intuitive, but various studies (including Eurofound and work and organisational psychology research) indicate that presenteeism often costs employers more than absence¹. The reason is twofold:

• It occurs far more often. For every absent employee there are several who are present but perform below their level.
• It remains invisible. Because nothing is registered, the cost disappears under the radar, until it translates into errors, loss of quality, conflicts or eventually drop-out.

How do you recognise presenteeism?

Because presenteeism doesn't show up in an absence figure, you have to watch for signals. Common indicators are:

• Declining productivity or quality without a clear cause;
• More errors, mistakes and concentration problems;
• Increasing cynicism, withdrawal or short tempers;
• Employees who are present while ill or visibly exhausted;
• A lingering feeling of fatigue or demotivation in the team.

All of them subjective signals. That is why a structured, anonymous measurement is the only reliable way to determine its extent.

The causes of presenteeism

Presenteeism shares many causes with absence, but also has its own drivers:

• High workload and stress, employees don't dare to be absent for fear of the backlog or of their colleagues.
• Insecurity, fear of being seen as 'not employable', especially in uncertain economic times.
• Culture, an organisational culture in which presence is valued more highly than results.
• Chronic health complaints, physical or mental complaints that don't lead to a sick report but do affect performance.

The link with absenteeism and turnover

Presenteeism rarely stands alone. It is often a harbinger: employees who perform beyond their limits for a long time eventually end up in long-term absence or resign, which increases staff turnover. By making presenteeism visible early, you prevent more expensive problems further down the line.

Tackling presenteeism

The approach follows the same logic as for absence: first measure, then steer.

1. Make it visible. Measure work experience, workload and vitality objectively and anonymously.
2. Identify the causes. Workload, leadership, health or culture, focus on what weighs heaviest.
3. Work on the work environment. A healthy balance, clear priorities and engaged managers reduce presenteeism.
4. Monitor. Repeat the measurement to demonstrate the effect.